Being Accountable: Working Toward Healthy and Safe Workplaces in New Brunswick

Third Quarter Results (July 1 – September 30, 2007)

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Table of Contents

Vision, Mission, Mandate, and Values …………………...………………… 3 Achieving Our Goals: Eight Strategies …………………...………………… 4 Introduction

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The Commission’s Five Strategic Goals

Safety ……………………………………………………………… 7 Service ……………………………………………………………………… 11 Return to Work …………………………………………………………… 14 Efficiency ……………………………………………………………… 16 Staff Satisfaction …………………………………………………………… 19 Sources of Risk …………………………………………………………… 22

Key Financial Information and Volume Indicators …………………... 25

Upcoming Events The Commission offers education workshops regularly throughout the province for both employers and workers. These workshops provide educational opportunities on health and safety, including topics such as: • MSI Prevention – this workshop highlights strategies for preventing

musculoskeletal injuries (MSI), related occupational health and safety regulations, and newly adopted International Standards Organization (ISO) standards on material handling and lifting.

• Lock out – this workshop identifies workplace parties’ responsibilities for having a written lock out procedure that complies with occupational health and safety legislation, and offers methods to avoid hazards that can lead to serious injuries.

• Contractor health and safety responsibility – this workshop educates contractors on their specific legal obligations under the Occupational Health and Safety (OHS) Act and Regulations, and addresses specific health and safety issues that are critical to contractors.

For a complete list of workshops or to register, please visit www.whscc.nb.ca or call 1-800-222-9775.

Our Vision

Healthy and safe workplaces in New Brunswick

Our Mission The Commission will promote a safe and healthy work environment to the workers and employers of New Brunswick, and efficiently provide quality services, just adjudication, and fair administration of the legislation.

Our Mandate Promote the creation of a workplace culture in which all employees and employers view all occupational diseases and accidents as being preventable. Provide timely compensation benefits including rehabilitation, medical aid, vocational counselling, and safe return-to-work services to injured workers. Provide sustainable insurance and insurance-related services to the employer community. Provide recommendations and advice to government with respect to legislation and publish such reports, studies, and recommendations, as the Commission considers advisable.

Our Values We dedicate ourselves to the provision of prompt, effective, efficient, and caring services to each of our clients. We believe that a team approach ensures that all members of the Commission are working towards a shared Vision, Mission, Values, and Goals. We are committed to providing competent and energetic leadership that is focused on a clear direction for the Commission. We ensure that our decisions are made with integrity, credibility, and accountability. We ensure that our communications are based on trust, mutual respect, openness, and clear and reliable information. We manage our human, material, and financial resources effectively in responding to our mandate and established priorities.

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Achieving Our Goals: Eight Strategies

Leveraging best practices in prevention, compensation, and rehabilitation The Commission is able to promote a WorkSafe culture among New Brunswick workplaces, identify its role in health and safety, and offer improved services to workers and employers through its research and implementation of best practices. Knowing New Brunswick workplaces A sound understanding of New Brunswick workplaces allows the Commission to allocate its resources where they are most needed and provide improved opportunities for return to work. Ensuring the highest standards in governance and administration The Commission maintains high standards and transparent relationships with stakeholders by ensuring the effective stewardship of the Commission through policy governance and diligent oversight. The Board of Directors works closely with the administration to ensure operations reflect their strategic direction. The Board of Directors establishes the strategy of the Commission and the President/CEO makes their vision a reality. Expecting the unexpected By understanding the health status of New Brunswickers and anticipating the emergence of occupational diseases and pandemics, the Commission is able to plan for and mitigate the risks these issues may have on service delivery. Balancing the system The Commission strives to provide comprehensive benefits to injured workers while maintaining the lowest assessment rates in Atlantic Canada. The Board of Directors maintains this balance by focusing benefits where the needs are greatest and overseeing the accident fund. Purchasing the right medical services, by the right provider, at the right cost As the cost of public health care rises, the Commission must ensure that injured workers receive timely treatment that is appropriate for their injuries and is attained at a reasonable cost. The right care, by the right provider, for the right cost helps to maximize return to work opportunities, minimize economic loss for both workers and employers, and stabilize costs to the Commission so that comprehensive benefits can be maintained. Creating long-term sustainability To ensure that the compensation system is viable in the years ahead, the Board of Directors annually refines its strategic direction, assesses risks, and responds by allocating resources in areas that will have the greatest impact on achieving the strategic goals. The Commission continues to follow a disciplined approach in the management of its investments, as documented in policy. This includes periodic evaluation to ensure the investments are appropriate given the nature of the Commission's liabilities, its financial position, and the risk tolerance of the Board of Directors. Educating New Brunswickers The Commission promotes the WHSCC’s legislation, policies, and services so that injured workers, employers, and the public know what to expect from the Commission and where to access the resources they need. Their knowledge helps them contribute to accident prevention and collaborate on finding timely return to work solutions.

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Introduction

The Board of Directors establishes the Commission’s long-term strategic direction into the Commission’s Vision, Mission, Mandate, Values, Goals, Measures, and Strategies. This strategic direction guides the Commission in the future and provides a point of reference for the Board’s decisions related to resource allocation, policy, risk management, and performance assessment.

In April 2007, the WHSCC Board of Directors approved its 2007-2012 Strategic Plan and Risk Assessment. This plan outlines the Commission’s:

• Five Goals and Measures; • Eight Strategies; and • Twenty-two initiatives for guiding operations and the allocation of resources.

Goals Statements about what specifically the Commission

plans to achieve. Measures Statements of the Commission’s performance

expectations relative to its strategic goals. Strategies Statements of what should be accomplished to ensure

positive results based on the Commission’s Vision, Mission, Values, and Goals.

Initiatives Key business activities for which resources have been allocated to further the Commission’s strategic goals.

As a part of its annual planning process in 2007, the Board of Directors assessed potential sources of risk that could impact the achievement of the Commission’s strategic direction, more specifically the Commission’s Goals.

Risk Risks are defined as a chance or possibility of danger,

loss, injury, or other adverse consequences that: • May impact the whole organization; • Are clearly linked to the Commission’s ability to

achieve its strategic goals; and • Are likely to remain evident for three years or more.

In this assessment, 18 potential sources of risk were identified. Each source of risk was assessed to determine if policy decisions, resources, and oversight structures were in place to address the risk identified. The Board of Directors determined that 12 of the 18 risks identified represented a cautionary or unacceptable residual level of risk to the Commission, and as a result, the Board will monitor these risks regularly.

This quarterly accountability document provides a regular update of the Commission’s progress in achieving the goals. A summary of financial information and key volume indicators for the quarter is also provided within this report. This information includes the Commission’s Statement of Operations and Statement of Cash Flows for the period ending on September 30, 2007, and an update on the Commission’s investment portfolio, claim volume indicators, and admissions to the Workers’ Rehabilitation Centre (WRC).

The Commission’s Five Strategic Goals

Third Quarter Results

This section highlights the Commission’s fivestrategic Goals. It includes a: • Five-year comparison of the results of the

measures related to each of the Goals; • Quarterly update of the key initiatives that the

Commission has implemented to help furtherits progress toward achieving each of itsGoals; and

• Summary of third quarter activities to reduceor mitigate the sources of risk.

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Safety Goal Our vigorous pursuit of a safe work culture will lead to a decline in the overall frequency of accidents and a significant decline in the overall frequency of accidents in industries and firms where our resources are focused. Measure A decline in the overall accident frequency rate: • Within the province; • Compared to other workers' compensation jurisdictions;

and • By payroll.

Strategies & Key Initiatives To achieve the Commission’s Safety Goal, the Board of Directors has implemented the following Strategies: • Strategy 1: Leveraging best practices in prevention, compensation, and

rehabilitation. • Strategy 4: Expecting the unexpected. • Strategy 8: Educating New Brunswickers. In keeping with these Strategies, resources have been allocated to the following initiatives to help achieve the Safety Goal:

Safety Measures 2002 2003 2004 2005 2006

1. Provincial accident frequency per 100 FTEs 3.97 3.59 3.50 3.68 3.57

2. Lost-time accident frequency per 100 FTEs within jurisdictions

New Brunswick 1.59 1.47 1.30 1.42 N/A

National average 2.96 2.90 2.61 2.56 N/A

3. Accidents per $1 million in payroll (assessable)

--- 1.47 1.39 1.43 1.39

1. Source: Internal data - Corporate Services, information as of September 2007. Data for 2007 will be available in early 2008.

2. Source: AWCBC Key Statistical Measures #21. Please note that New Brunswick has a three-day waiting period, therefore, the number of lost-time claims included in this figure may not reflect every lost-time injury.

3. Source: Internal data - WorkSafe Services, September 30, 2007.

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Third Quarter Results for Key Initiatives – Safety Goal

Key Initiative: Education

Providing education to workers, employers, and the public that focuses on key health and safety issues, training Joint Health and Safety Committees (JHSC), and preparing young workers to safely join the workforce.

• Regulation 2007-33 Training and Designated Trades receive royal assent in June resulting in legislative changes specific to Joint Health and Safety Committees and to workplace health and safety inspections. The Commission scheduled 10 information sessions in communities across the province to educate employers and workers about these legislative changes. In the third quarter, 176 individuals had attended a session; additional workshops are scheduled for the fourth quarter.

• The Commission continues to offer its three-day Joint Health and Safety Committee training program that provides JHSC members with the essential training on health and safety legislation, 5*22 program, accident inspections and investigations, and effective JHSC presence in the workplace. Approximately 900 individuals attended the program so far this year.

• Throughout the year, the Commission holds workshops to coach workplace parties on health and safety best practices and responsibilities. This includes, for example, workshops on the OHS Act, the Workplace Hazardous Materials Information System program (WHMIS), and on employer, worker, and contractor responsibilities in workplace health and safety. To date in 2007, more than 250 individuals have attended these workshops.

• Launched in March, the new youth website was visited by more than 1,800 individuals during the third quarter, a 20% increase in visits over last quarter (1,500 viewers in the second quarter).

• Preparations were made in the third quarter to launch the new Musculoskeletal Injury (MSI) Prevention Strategy at the WHSCC Health & Safety Conference in October. This session will communicate the Commission's strategy for reducing the prevalence of back and shoulder injuries in the workplace. Specifically, the session will focus on prevention strategies for safely lifting and moving objects, and on workplace parties’ legislated responsibilities under section 52 of the OHS Act for ensuring that appropriate training and equipment are provided to workers so they can safely perform their job. The Commission anticipates that close to 200 delegates will attend this session on MSI prevention.

Key Initiative: Compliance

Ensuring compliance with the OHS Act and Regulations through inspections, the accident review process, and zero tolerance campaigns.

• In the third quarter, one worker and two employers pleaded guilty for failing to comply with requirements of the Occupational Health and Safety Act. The outcomes were as follows:

Under section 239(5) of General Regulation 91-191, one worker was fined $300 plus a $60 victim surcharge for failing to properly lock out a machine;

Under section 242(3) of General Regulation 91-191, one employer was fined $5,000 plus $1,000 victim surcharge for failing to install a guard on a planer saw; and

Under section 9(1)(a) of the OHS Act, one employer was fined $4,000 plus a victim surcharge of $800 for failing to properly design and build a plumbing jig.

• In addition to the three cases noted above, the Commission reviewed investigation reports for twelve accidents in the third quarter, of which four were recommended to the Crown for prosecution and four were issued a demerit.

• In the third quarter, the Commission issued 52 stop-work orders for zero-tolerance violations specific to trenching, lock out, and fall protection. To date, the Commission has issued 148 stop-work orders in 2007.

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Third Quarter Results for Key Initiatives – Safety Goal

• Year-to-date, the Commission conducted 5,167 workplace inspections and wrote 3,872 compliance orders under the OHS Act and Regulations.

Key Initiative: WorkSafe Culture

Partnering with industries and safety associations to provide education, workshops, publications, and presentations that promote the WorkSafe brand and instil a safe work culture in New Brunswick workplaces.

• In its pursuit of instilling a WorkSafe culture in New Brunswick, the Commission continues to take an active role in promoting health and safety in the community. During the third quarter, the Commission participated in the Atlantic Support Services Association’s conference and in the Marathon by the Sea health and wellness expo.

• In partnership with Potatoes New Brunswick, the Commission continues to support WorkSafe initiatives that promote safety awareness for youth working or preparing to work, in the agricultural sector. During the third quarter, the Commission co-hosted Progressive Agriculture Safety days in Florenceville which were attended by more than 600 students. At this event, local high school students were paired with middle school students to mentor young workers on safe work practices.

• In August, the Commission’s No Mercy campaign won third place in the External Communications Campaign category of the American Association of State Compensation Insurance Funds (AASCIF) Communication Awards. This award is presented annually to member boards and funds from across Canada and the United States that have addressed communication challenges with professional skill, creativity, and resourcefulness. The No Mercy campaign was one of 143 entries.

• The Commission continues to partner with safety associations to promote a WorkSafe culture. In the third quarter, the Board of Directors approved Policy No. 24-100 Safety Association Funding. This policy communicates the responsibilities of the Commission and the safety associations, and outlines the conditions under which funding is provided to safety associations for education and training.

• Preparations continued for the 27P

thP annual Occupational Health and Safety Conference to

be held in October. Twenty-three educational sessions are scheduled to provide health and safety information on topics such as the new OHS Regulation, Zero Tolerance campaign, approaches for dealing with substance abuse, lessons from SARS, and strategies for building a safety culture in the workplace. The conference is open to workers, employers, and stakeholders from across the province. Last year more than 500 individuals participated in this two-day conference; this year, the Commission expects that more than 600 individuals will attend.

Key Initiative: Focus Industries and Firms

Providing consulting services that focus resources on high-risk industries.

• Logging, saw and planing mills, homes for personal and nursing care, and fish processing industries continue to receive intervention from the Commission. Preliminary results indicate that focus prevention strategies are having a noticeable impact on the number of accidents and it is anticipated that the accident frequency rate for 2007 will be lower than in the previous year. For more information see Monitoring Accident Frequency for Focus Industries and Firms (page 10).

The Commission continued its social marketing campaign designed to shift New Brunswickers’ attitudes about accidents from “unavoidable” to “unacceptable”. In the third quarter, television spots for this campaign were updated to highlight safety in three of the Commission’s focus industries: grocery stores, sawmills, and nursing homes.

Monitoring Accident Frequency for Focus Industries and Firms In the third quarter, the Commission continued to monitor the accident frequency within sectors, industries, and firms that receive intervention from the Commission. The following table provides the latest accident frequency indicators for these industries and firms.

Focus Industries & Firms

2003 2004 2005 2006 2007 Est3

1. Accident frequency by industry sector per 100 FTEs1

Agriculture, Natural Resources 3.99 3.93 4.11 3.93 3.29 Manufacturing, Light 7.33 7.20 6.88 6.44 6.31 Manufacturing, Heavy 8.97 7.87 8.37 8.41 6.62 Manufacturing, Metal and Machinery 8.79 7.25 6.65 6.60 5.90 Construction & Transportation 3.79 3.75 3.41 3.48 3.51 Wholesale Trade 2.33 2.40 2.54 2.34 2.46 Retail Trade 2.51 2.17 2.67 2.58 2.87 Finance and Insurance 0.84 0.68 0.83 0.86 0.79 Government, Education, and Health 2.86 2.83 2.55 2.88 2.68 Accommodation and Amusement 2.18 2.05 2.09 2.16 2.16

2. By focus industry per 100 FTEs (All accidents)1

Logging (except contract logging) 4.00 3.33 3.31 4.63 2.95 Homes for personal and nursing care 6.91 7.78 6.27 7.85 6.13 Saw and planing mill products (except shakes and shingles) 14.35 12.68 15.23 16.31 12.64 Fish processing 4.62 5.16 5.74 5.04 4.38

3. By focus firms per 100 FTEs (All accidents by year selected as focus firm) 1,2

Firms selected 2003 13.26 16.43 14.78 13.97 12.38Firms selected 2004 16.52 18.64 18.25 12.95 11.48Firms selected 2005 15.07 12.49 16.73 14.56 9.52Firms selected 2006 14.38 12.72 15.69 13.55 10.47Firms selected 2007 5.65 8.23 9.91 7.07 9.16

1. Source: Internal data – WorkSafe Services, information as of September 30, 2007. 2. Firms selected – Each year the Commission selects firms on which to focus accident prevention

activities. In this section, the rows refer to the year that a firm was selected and the columns refer to the annual accident frequency for those firms. For example, firms selected as a focus firm in 2003 had an accident frequency rate of 13.98 in 2003 and 10.53 in 2007.

3. Estimated as of September 30, 2007.

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Service Goal We will provide prompt, effective, efficient, just, fair, and caring services to each of our clients.

Measure We will continue to maintain or exceed the high level of satisfaction, in excess of 80%, that both our injured worker and employer clients have come to expect.

Strategies & Key Initiatives To achieve the Commission’s Service Goal, the Board of Directors has implemented the following Strategies: • Strategy 1: Leveraging best practices in prevention, compensation, and

rehabilitation. • Strategy 2: Knowing New Brunswick workplaces. • Strategy 3: Ensuring the highest standards in governance and administration. • Strategy 6: Purchasing the right medical services, by the right provider, at the right

cost. In keeping with these Strategies, resources have been allocated to the following initiatives to help achieve the Service Goal:

Third Quarter Results for Key Initiatives – Service Goal

Key Initiative: Adjudication

Centrally adjudicating claims to reduce the number of days it takes for injured workers to receive their first benefit payment.

• In the third quarter, the Board of Directors revisited its policy framework for calculating injured workers’ loss of earnings benefits. To provide a comprehensive benefit calculation process, Policy No. 21-210 Calculation of Benefits and Policy No. 21-200 Determination of Loss of Earnings were reorganized into one policy.

• Results from the 2006 Client Satisfaction Study indicated that the majority of injured workers (80%) were satisfied with the time that passed between their injury and when they received their first benefit payment.

• As of the end of the third quarter, the average number of days to first cheque (all claims) remained relatively unchanged from 2006 (27.3 days) to 2007 (27.1 days). For more information on these and other indicators, please see the Volume Indicators on page 30.

Service Measures 2002 2003 2004 2005 2006

Satisfaction Indices (Weighted)

Injured Workers 81% 81% 87% 82% 81%

Registered Employers 85% 86% 85% 84% 84%

Source: WHSCC Client Satisfaction Study information as of December 31, 2006.

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Third Quarter Results for Key Initiatives – Service Goal

Key Initiative: Prescription Medication

Providing clients with a pre-authorized formulary for prescription medication.

• The Commission has implemented a new electronic process for notifying injured workers about opioid prescribing limits. Under this process, a letter is automatically sent to injured workers, who have been prescribed opioids, to inform them that the initial authorization for payment of opioids is limited to a maximum of six weeks and that requests for payment beyond 6 weeks will be reviewed on a case-by-case basis.

• Through it’s partnership with the New Brunswick Medical Society and the New Brunswick Pharmacists’ Association, the Commission developed an opioid review process for ensuring opioids are effective and safe for the care of an injured worker. To educate pharmacists and physicians on this new process, the Commission held three educational sessions in September and will hold eight additional sessions in the fourth quarter.

Key Initiative: Client Satisfaction

Monitoring clients’ satisfaction with Commission programs and services through the Client Satisfaction Survey.

• The 9 P

thP annual Client Satisfaction Study started in September 2007. An independent

research firm administered the survey with injured workers, general workers, registered employers, non-registered employers, and stakeholders. The Commission uses the results of this survey to measure progress towards achieving its Service Goal.

• The Workers’ Rehabilitation Centre (WRC) provides services to assist in the rehabilitation of injured workers such as work recovery, vocational evaluation, and an assistive devices program. In the third quarter, 90% of injured workers discharged from the work recovery program indicated, on their exit survey, that they were satisfied with the services provided by the Workers’ Rehabilitation Centre.

• In August 2007, the Commission’s vocational evaluation and work recovery programs received a three-year accreditation by the Commission on Accreditation of Rehabilitation Facilities (CARF Canada). The WHSCC, through its programs, became the first organization in New Brunswick to hold this accreditation, which recognizes its excellence in service delivery within these areas of expertise. More specifically, this accreditation acknowledges the Commission’s:

Continuous commitment to quality improvement, efficiency, and service delivery;

Client-focused approach to service delivery;

Use of management techniques that are efficient, cost-effective, and based on outcomes and client satisfaction; and

Commitment to maintaining excellence in human resources practices including recruitment, retention, and development of highly qualified staff.

Key Initiative: Access to Services and Information

Continuing to partner with organizations that help increase employer and injured worker access to Commission information and services.

• The Commission implemented its new online events and workshop registration system this quarter. This new system provides participants with the convenience of online registration and payment, while streamlining the administration of the Commission’s events and workshops.

• The Commission continued to promote to employers its new pilot program for electronic

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Third Quarter Results for Key Initiatives – Service Goal accident reporting (Form 67) in the third quarter. Several registered employers are involved with this pilot.

• Employers will soon be able to file their Employer Payroll Report (Form 100) via the Internet. Final testing of the E-Form 100 project is in progress and implementation is expected for January 2008. This new system will provide registered employers with another option for reporting payrolls. To launch this electronic reporting system, the Commission will send employers their Form 100 by mail in 2008 with instructions and information for accessing the electronic filing system. In addition, employers will also be able to use this system to update their corporate information (e.g., address, trade names, etc.).

• WHSCC and the Prince Edward Island Workers’ Compensation Board have joined efforts to upgrade the infrastructure behind The Employer Assessment Management System (TEAMS) software application. The upgrades will increase maintenance and testing efficiencies. As part of this partnership, PEI is now adapting the upgraded application to their legislation and will implement this software in PEI in 2008.

Key Initiative: Flexible Payment Options

Providing employers with the opportunity to pay assessments through Monthly Assessment on Actual Payroll (MAAP), rather than annually.

• As of September 30, 2007, 16.6% of assessed employers paid their assessments through MAAP, an increase of 4.4% since 2006.

Key Initiative: Third Party Actions

Pursuing third party actions that provide employers with cost relief and workers with excess funds.

• The Commission is currently managing more than 60 third-party claim files. As of September 20, 2007, 10 claims have been settled resulting in cost relief to employers in excess of $527,000 and workers received more than $74,000 in excess funds.

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Return to Work Goal We will decrease the time by which injured workers return or are ready to return to employment.

Measure The median of paid compensation days for claimants with a return to work goal.

Strategies & Key Initiatives To achieve the Commission’s Return to Work Goal, the Board of Directors has implemented the following Strategies: • Strategy 1: Leveraging best practices in prevention, compensation and rehabilitation. • Strategy 2: Knowing New Brunswick workplaces. • Strategy 4: Expecting the unexpected. • Strategy 8: Educating New Brunswickers. In addition to these Strategies, resources have been allocated to the following initiatives to help achieve the Return to Work Goal:

Third Quarter Results for Key Initiatives – Return to Work Goal

Key Initiative: Case Management

Provide decentralized case management services to individual clients in the region in which they reside.

• The Commission conducted an in-depth review of claims of varying duration and identified several risk factors that are associated with longer claim duration. These factors included, for example, client recovery expectations, presence of psychosocial factors, increased number of diagnostic tests, and prolonged medical wait-time. The Commission has established case management strategies to identify signs of delayed recovery and implement best practices for medical and case management.

Key Initiative: Medical Aid

Providing effective medical management through a Continuum of Care approach.

• A comprehensive review of medical management and treatment outcomes for clients with shoulder injuries continued in the third quarter. The review will analyze best practices to

Return to work 2002 2003 2004 2005 2006 2007 YTD

Median paid compensation days for claimants with a RTW Goal

21 21 23 21 23 20

Average paid compensation days for claimants with a RTW Goal

68.6 64.1 64.5 60.9 68.2 65.0

Source: WorkSafe Services: Information as of September 30, 2007

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Third Quarter Results for Key Initiatives – Return to Work Goal determine if the Commission’s current practices and rehabilitation standards can be improved.

• To ensure injured workers receive quality care and services from health care providers, the Commission completed a review of the mental health services provided to injured workers by New Brunswick health care providers. This review identified areas for improvement including treatment approaches, reporting requirements, and the Commission’s management of these services. Best practices were identified that focus on these areas of improvement.

• In partnership with the New Brunswick Chiropractors’ Association, a two-day education session was held in September on chiropractic management of injured workers. This workshop provided the industry an opportunity to discuss issues such as barriers to recovery, evaluating functional capacity, and therapeutic benefits of chiropractic services.

Key Initiative: Vocational Rehabilitation

Providing clients who have a work restriction with the opportunity to learn new skills and prepare them to re-enter the workforce.

• Earlier this year, a review of all clients referred to vocational rehabilitation over a 12-month period was completed. In the third quarter, the Commission continued to implement the following recommendations that stemmed from the review:

Monitor the new vocational rehabilitation continuum to ensure a formal process is followed in a timely manner;

Examine employer accommodation activities and the Commission’s administration of the accommodation process; and

Develop standards for external vocational rehabilitation service providers.

Key Initiative: Return to Work Legislative Obligations

Partnering with the Government of New Brunswick to educate workers, employers and the public on the duty to accommodate.

• The 2006 Client Satisfaction Study reported that 79% of injured workers agreed that the Commission was helpful in working with the accident employer in the return to work process.TP

1PT The survey also indicated that 85% of registered employers and 81% of non-

registered employers felt that the programs and services offered by the Commission helped them to meet their legislative obligations.

• The Commission held workshops across the province to educate workplace parties on the roles and responsibilities of employers, injured workers, unions, physicians, and other health care providers in the return to work process. Six additional sessions are scheduled for November.

TPT

1TPT Note: Figures exclude don’t know and refusals.

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Efficiency Goal We will hold the assessment rates to employers at the lowest level possible, consistent with the best possible benefits to clients. Measure At a minimum, we will maintain a fully funded liability.

Strategies & Key Initiatives To achieve the Commission’s Efficiency Goal, the Board of Directors has implemented the following Strategies: • Strategy 3: Ensuring the highest standards in governance and administration. • Strategy 5: Balancing the system. • Strategy 7: Creating long-term sustainability. In addition to these Strategies, resources have been allocated to the following initiatives to help achieve the Efficiency Goal:

Third Quarter Report on Activities and Indicators – Efficiency Goal

Key Initiative: Policy and Legislation

Regularly reviewing policies and legislation to determine the most appropriate benefits for injured workers while balancing assessment rates to employers.

• The Government of New Brunswick is conducting an independent review of the WHSCC. This three-party panel is reviewing how well the current systems compares to other compensation systems in Canada and provide recommendations and key considerations for the future of the Commission in a report to the Minister. A website was launched in May for the panel to receive written submissions. Initial meetings were held in mid-June to engage stakeholder associations in the process and conduct informal discussions on workplace safety and the issues surrounding it from the perspective of both workers and employers. The panel prepared and released several discussion documents outlining its examination of the current WHSCC system and how it compares to other Canadian jurisdictions. Public meetings and further stakeholder consultation is scheduled for the fourth quarter. The panel's final report to the New Brunswick government is anticipated early in 2008.

• The Board of Directors reviewed and approved Fee Schedule No. 29-555 Quality of Life Grant. There were no substantives changes to this fee schedule.

Efficiency Measure 2002 2003 2004 2005 2006

Liabilities (000’s) $735,789 $786,041 $842,084 $899,878 $933,230

Assets (000’s) $694,123 $725,887 $832,256 $920,221 $1,035,703

Funding Ratio 94.3% 92.3% 98.8% 102.3% 111.0%

Source: Internal Data – Finance / 2006 WHSCC Annual Report

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Third Quarter Report on Activities and Indicators – Efficiency Goal

• The annual percentage increase in the Consumer Price Index (CPI) to be applied in 2008 is 1.78%. The Commission increases certain benefits and allowances annually by this percentage increase. In August, the following fee schedules were updated to reflect this increase effective January 2008: Fee Schedule No. 29-550 Care Allowances; Fee Schedule No. 29-557 Clothing and Footwear; and Fee Schedule No. 29-510 Prescription Eyeglasses

• Consistent with the WC Act, the Commission calculated the maximum annual earnings and maximum assessable earnings for 2008 using the CPI factor noted above. For 2008, both the maximum annual earnings and maximum assessable earnings will be $54,200.

Key Initiative: Financial Management

Dedicating resources to policy governance, investment management, and finance to ensure the highest standards in governance and administration.

• The provincial government maintains a Standing Committee to examine the operational activities of all New Brunswick Crown Corporations. In the third quarter, the Commission met with the Standing Committee on Crown Corporations to review the 2005 and 2006 Annual Reports.

• The Commission recorded a deficiency of $39,781,000 for the nine-month period ending September 30, 2007 compared to a budgeted excess of income over expenses of $12,883,000. For more information, please see the Key Financial Information on page 26.

• The Board of Directors approved the Commissions 2008 assessment rates this quarter. Registered employers’ provisional average assessment rate will be $2.05 per $100 payroll for 2008, a reduction of 2.4% from the 2007 rate of $2.10 per $100 payroll. In addition, the Commission reduced its minimum assessment rate from $0.42 per $100 payroll to $0.40 per $100 payroll. This rate reduction translates into a lower or stable net assessment rate for 7,400 New Brunswick employers in 2008. While the rate decreased for 52% of the province’s employers, an increase in industry and individual claim costs will result in a higher assessment rate for 6,810 employers. Of those employers, approximately 5,360 employers will see an increase of less than $500.

• Recently, global equity markets have suffered losses as a result of concerns that a widening global credit crunch triggered by defaults in the U.S. subprime mortgage market might slow economic and corporate earnings growth. This, along with a strengthening Canadian dollar, has negatively impacted the Commission’s investment returns. As of October 31, 2007, the year-to-date return of the Commission’s investment portfolio was 0.1%. This is significantly below the budgeted return for the year of 7.1%. If the return on the investment portfolio remains significantly below the budgeted annual return of 7.1%, it is likely that the Commission’s reported expenses will materially exceed income in the Statement of Operations for the year ended December 31, 2007.

• The Commission released its annual Report to Stakeholders during the third quarter. This report highlights the Commission’s strategic goals, measures, and results. The report highlighted another solid year for the Commission with the second lowest accident frequency rate on record, a reduced assessment rate, and a fully funded liability. A copy of the report is available on the Commission’s website HTUwww.whscc.nb.ca UTH.

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Third Quarter Report on Activities and Indicators – Efficiency Goal

Key Initiative: Internal Audits

Performing internal audits.

• The Commission continues to audit various aspects of its operations. In the third quarter, the following audits were completed or in progress:

Assessment Rates;

Assessment Revenue;

General Ledger Balancing;

Network Logon Accounts; and

Screensaver Passwords.

Key Initiative: Fraud and Abuse

Investigating claims for possible fraud and/or abuse.

• The Commission continues to partner with other jurisdictions, governments, law enforcement agencies, and the business community to establish contacts, discuss trends, and share best practices on fraud and abuse detection.

Staff Satisfaction Goal Our employees will consider the Commission a good place to work. Measure We will continue to maintain or exceed the high level of satisfaction, in excess of 80%, that our employees have come to expect. In addition, other indicators that will be measured in support of the objective and compared to the most recent five-year average include absenteeism, internal promotions, health and safety, and staff turnover.

5 Year Average

Staff Satisfaction Measures (As of September 30, 2007)

2002 2003 2004 2005 2006 2007 YTD

2002-06

Staff Satisfaction1 92% 87% 94% 87% 91% N/A 90%

1. Absenteeism (Days absent) 2 10.00 8.57 7.65 6.52 8.31 6.51 8.21

Bargaining 13.45 11.47 10.08 8.45 10.00 9.58 10.69

Non-bargaining 8.40 7.28 6.90 5.09 5.70 4.94 6.67

Perfect attendance 18.0% 16.9% 15.5% 12.0% 14.0% N/A 15.3%

2. Internal Promotions 28 15 15 13 22 12 18.6

Bargaining3 13 8 9 7 13 8 10.0

Non-bargaining3 15 7 6 6 9 4 8.6

3. Health and safety Total of accepted claims for Commission staff

18 14 12 15 16 9 14.6

4. Staff turnover (by budgeted positions) 4

N= 21 30 22 15 27 13 23.0

All turnovers5

% 4.7% 6.0% 5.2% 3.6% 6.2% 3.37% 5.1%

N= 12 14 9 8 9 2 10.4

Retirees

% 57.1% 46.7% 40.9% 53.3% 33.3% 15.38% 46.3%

1. Percentage of staff indicating WHSCC is a “good place to work”. 2. Absenteeism = total days absent / (actual yearly budgeted - vacant positions) 3. Numbers reflect promotions as a result of salary increases into or between bargaining and non-bargaining

positions. 4. Staff turnover is a measure of the number of active positions divided by the total active positions and terminated

positions in a year. 5. All turnovers are those who are no longer employed with the WHSCC; this may be because of retirement, seeking

employment elsewhere, unable to perform the duties of the job, resigned for personal reasons, etc.

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Strategies & Key Initiatives To achieve the Commission’s Staff Satisfaction Goal, the Board of Directors has implemented the following Strategies: • Strategy 1: Leveraging best practices in prevention, compensation, and

rehabilitation. • Strategy 3: Ensuring the highest standards in governance and administration. In addition to these Strategies, resources have been allocated to the following initiatives to help achieve the Staff Satisfaction Goal:

Third Quarter Report on Activities and Indicators – Staff Satisfaction Goal

Key Initiative: Satisfaction Survey

A tool used to measure indicators in the areas of corporate environment, job satisfaction, environment and security, supervision, and leadership.

• To better understand its employees’ opinions, motivation, and satisfaction, the Commission administers a survey annually to its employees. The 2007 survey was fielded in September; results will be analyzed during the fourth quarter.

Key Initiative: Employee Benefits

Continuously improving employee benefits.

• Meetings were held with the Health Benefits Consultation Committee for all non-bargaining employees to make a recommendation on overpayment of issued benefits.

• Labour/Management meetings were held with the Commission’s two union locals:

CUPE Local 1866 – Labour and management worked together to resolve issues related to job evaluations and receptionist coverage at the Workers’ Rehabilitation Centre; and

CUPE Local 946 - Labour and management agreed on a Commissioner to hear issues related to the wage re-opener clause. TP

2PT

• Meetings were held with managers and supervisors to prepare for upcoming contract negotiations for both union locals.

Key Initiative: Health and Safety

Monitoring, evaluating, and improving the Commission’s health and safety program for employees.

• Commission staff reported five health and safety accidents in the third quarter. This year, workplace accidents have resulted in nine accepted claims for compensation, of which one claim remains active. In addition, one closed claim from 2006 was reopened.

• Two hazards and five incidents were identified and corrected during the third quarter.

• As part of its health and safety program, the Commission audited its Workplace Hazardous Materials Information System program (WHMIS), and results are being analyzed for possible recommendations.

• In the third quarter, workshops were held with 28 employees around the province to provide them with training on how to prevent and manage violent situations that may occur in the workplace.

TPT

2TPT A wage re-opener - a clause in the collective agreement that allows Local 946 to renegotiate 2007 wages if

certain criteria are met.

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Third Quarter Report on Activities and Indicators – Staff Satisfaction Goal Key Initiative: Wellness Promoting a healthy workplace and assisting to achieve a balance of physical, emotional, intellectual, and social well being for employees.

• During the third quarter, 144 employees participated in the @Live Clinical Wellness Assessments. This assessment provided staff with a thorough wellness-based health assessment where they learned about their current health status, received personalized wellness recommendations, and were informed about wellness resources.

• The Commission, through its wellness committee, sponsored several lunch and learn sessions to promote workplace wellness. Topics included financial planning, signs and symptoms of fibromyalgia, and techniques for managing stress at home and in the workplace.

Key Initiative: Succession Planning and Employee Development Planning for employee succession and providing staff with professional development opportunities through programs such as the Growing Leaders Program and the Career Advancement Program.

• In the third quarter, one bargaining employee and two non-bargaining employees were promoted to new positions within the organization.

• Through the Commission’s in-house training initiatives, 114 employees received training on topics such as retirement and long-term financial planning, leadership skills and strategies, and french language training.

• The Commission continues to provide workshops on Insights Discovery. This program focuses on providing employees with the skills to enable continuous personal development, improve team dynamics, and create an inspired workplace culture.

Key Initiative: Attendance Management Managing a Return to Work and Disability Management program for employees.

• The Commission, through the Return to Work and Disability Management Program, assisted:

One employee to return to full time work;

Three employees to return to work on a gradual basis; and

One employee to return to work in a different position, to accommodate the worker’s return to work plan.

• The average absentee rate per employee was 2.00 days in the third quarter, which was higher than the five-year average of 1.76 days.

Response to Sources of Risk The Board of Directors is entrusted with providing strategic direction for the Commission to help it achieve its legislated responsibilities. In order to achieve this, the Board of Directors carefully monitors risks and their potential impact on the Commission’s ability to successfully fulfill its responsibilities. The Board of Directors determined that the residual levels of risk associated with 12 sources of risks were unacceptable or cautionary to the Commission. Given the inherent nature of these risks even when appropriate policies, resources, and oversight structures are in place to manage them, the associated residual level of risk is unlikely to change. The twelve sources of risk and a framework for managing these risks are included in the following table.

Response to Sources of Risk Board Decisions to Guide the Management of

the Risk Summary of Sources of Risk

Goal Impacted by Risk

Residual Level of Risk

Additional Policy Decisions Needed

Sufficient Resources Allocated

Adequate Oversight Structures

1. Occupational Health and Safety Mandate The Commission must clearly define its role in health and safety in New Brunswick to effectively allocate resources to fulfill its legislated mandate.

Safety Cautionary Direction needed on right to refuse dangerous work during pandemics.

Yes Yes

2. Skill Shortages A potential labour shortage may result in fewer qualified workers and a pressure to work faster and longer, impacting the health and safety in the workplace.

Safety Cautionary No Yes Yes

3. Catastrophic Events and Business Continuity The Commission must ensure that in the event of an unexpected serious service interruption or pandemic, steps are put in place to maintain critical business processes.

Service Unacceptable Direction needed on business continuity planning

Yes Yes

4. Commission’s Role in Return to Work The Commission must balance the expectations of clients and stakeholders with the intent of the legislation, to determine the services that it will offer injured workers to facilitate their return to work.

Return to Work

Cautionary No Yes Yes

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Board Decisions to Guide the Management of

the Risk Summary of Sources of Risk

Goal Impacted by Risk

Residual Level of Risk

Additional Policy Decisions Needed

Sufficient Resources Allocated

Adequate Oversight Structures

5. Availability and Costs of Health Care The rising cost of health care and prescription drugs, increase in wait times, and growing reliance on diagnostic tests, impact the Commission’s ability to access timely and affordable services, thus potentially increasing recovery times.

Return to Work

Cautionary No Yes Yes

6. Level and Comprehensiveness of Benefits The Board of Directors must find a balance between the overall scope of benefits provided to injured workers and maintaining low assessment rates.

Efficiency Cautionary No Yes Yes

7. Occupational Diseases As new occupational diseases emerge there is a need for reliable information to fully understand the links between work and the disease.

Efficiency Cautionary Direction needed on Occupational Diseases

Yes Yes

8. Gap in Workers’ Compensation Act and Regulations The WC Act can be broad and may be interpreted in different ways, which may result in an increase in the number of appeals.

Efficiency Unacceptable No Yes Yes

9. Availability and Costs of Health Care High costs of prescription drugs, longer wait times, and the increased reliance on diagnostic tests, increase the overall cost of the Commission.

Efficiency Cautionary Direction needed on Opioids

Yes Yes

10. General Health Status A decline in the general health status in New Brunswick may result in a longer recovery time after a work injury.

Efficiency Cautionary Direction needed on medical aid decision framework and diseases of everyday life

Yes Yes

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Board Decisions to Guide the Management of

the Risk Summary of Sources of Risk

Goal Impacted by Risk

Residual Level of Risk

Additional Policy Decisions Needed

Sufficient Resources Allocated

Adequate Oversight Structures

11. Fraud and Abuse The occurrence of fraud and abuse increase the costs of services and threatens the reputation of the Commission.

Efficiency Cautionary No Yes Yes

12. Human Resources and Service Delivery Projected high levels of retirement have an impact on service delivery and staff satisfaction.

Staff Satisfaction

Cautionary No Yes Yes

Managing Risk – Additional Third Quarter Activities The Commission continues to implement and monitor the Board of Directors’ policy priorities related to the risks identified in the 2007 strategic planning and risk assessment process. In October, the Board of Directors will discuss policies related to medical aid decision-making, opioids, and right to refuse during pandemics.

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Key Financial Information and Volume Indicators

Third Quarter Results

This section provides the Commission’s Statement ofOperations and Statement of Cash Flows for theperiod ended September 30, 2007 and an update onthe Commission’s investment portfolio. Claim volume indicators and admissions to theWorkers’ Rehabilitation Centre are also presented inthis section.

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Statement of Operations and Cash Flow The Statement of Operations details the Commission’s income and expenses for the first nine months of 2007 compared to the budgeted figures, and to the corresponding period for the previous year. The Statement of Cash Flows details the cash received and paid for the first nine months of 2007 compared to the corresponding period for the previous year.

Unaudited Statement of Operations

For the Nine Months Ending September 30, 2007 Budget

YTD Actual YTD

Previous YTD

(000's) (000's) (000's) Income

Assessments including self-insured $139,531 $137,673 $133,689Investments 44,230 (3,382) 36,684Province of NB 675 675 675

$184,436 $134,966 $171,048 Expenses

Claims costs incurred 144,612 149,920 138,881Administration 24,913 22,966 22,269Appeals Tribunal 1,144 977 885Legislative obligations 884 884 884

$171,553 $174,747 $162,919 Excess of income over (expenses) for the period $12,883

($39,781) $8,129

Assessment income for the nine-month period ending September 30, 2007 was lower than budgeted by $1,858,000. Investment income for the same nine-month period was $47,612,000 lower than budgeted. Total expenses for the nine months ending September 30, 2007 were greater than budgeted by $3,194,000. Claims costs were greater than budgeted by $5,308,000. Administration and Appeals Tribunal costs were lower than budgeted by $2,114,000 while legislative obligations were on target. The above results yielded an excess of expenses over income for the period of ($39,781,000) compared to a budgeted excess of income over expenses of $12,883,000.

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Unaudited Statement of Cash Flows

For the Nine Months Ending September 30, 2007 Actual

YTD Previous

YTD

(000's) (000's) Cash flow from operating activities:

Cash received from: Assessed employers $125,584 $122,141 Self-insured employers 16,656 16,410 Interest and dividends 20,821 17,866 Province of New Brunswick 900 900

163,961 157,317

Cash paid to: Injured workers or third parties on their behalf 92,797 92,905 Suppliers and employees, for administration and other services

25,961 26,102

118,758 119,007

Net cash provided by operating activities 45,203 38,310 Cash flow from investing activities:

Cash received from: Sale of investments 169,641 155,319

Cash paid for:

Purchase of investments 189,792 180,624 Purchase of capital assets 1,014 1,284

190,806 181,908

Net cash (used in) investing activities (21,165) (26,589) Increase in cash during the year 24,038 11,721

Cash and short-term investments, beginning of period 24,282 21,784 Cash and short-term investments, end of period 48,320 $33,505

The above statements are prepared in accordance with the accounting policies and practices outlined in the notes to the financial statements contained in the Commission's 2006 Annual Report.

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Investments The primary goal of the Investment Fund is to ensure that the awarded benefits are secured. A considerable amount of the assessment revenue collected in each year is set aside to provide for the future costs of providing benefits to workers injured in the current year. This assessment revenue that has been set aside to cover future benefits costs forms the Commission’s Investment Fund. As of September 30, 2007, the market value of the Commission’s Investment Fund was $895,937,739. The Commission’s investment portfolio contains cash, bonds and publicly traded equities listed on domestic and foreign exchanges. External investment managers manage the Commission’s investment portfolio, in accordance with a disciplined process that is documented in the policies and directives set by the Commission’s Board of Directors and management. The Commission regularly monitors the external investment managers’ compliance with the investment policies. The Commission’s Board of Directors believes that the most important factor in determining investment risk and return is the asset allocation decision (i.e. how much of the investment portfolio to allocate to the various asset classes; for example, bonds, equities and real estate). The asset mix decision is a balancing act for the Board. This is because asset mix policy, funding policy, the level and volatility of assessment rates, and the volatility of the Commission’s financial results are all linked. For example, if the Board decides to lower volatility (or risk) by adopting a less volatile asset mix (more bonds), this will result in lower long-term returns, which reduces the amount of income from investments. If benefit levels are held stable, the reduction in investment income must be made up through higher assessment rates. Current policy states that the Board will rely on periodic asset liability studies, performed by actuarial consultants, to help it set the strategic long-term asset mix. This process is designed to help the board members find the appropriate balance between volatility and contribution level, and to help set asset mix policy and funding policy, in light of the nature of the benefit liabilities and the financial position of the Commission. The following chart compares the actual asset mix of the Investment Fund as of September 30, 2007 with the strategic long-term asset mix that is documented in policy. As of this date, all asset classes were within their target ranges as defined by policy.

WHSCC Asset Mix As of September 30, 2007

Actual

Allocation Target (Policy)

Allocation Universe Bonds 28% 28% Long Bonds 4% 4% Real Return Bonds 3% 3% Canadian Equity 22% 20% U.S. Equity 20% 23% International (EAFE) Equity 16% 18% Emerging Markets Equity 5% 4% Cash 2% 0%

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Investment Fund Performance The Board of Directors has adopted two performance objectives for the Commission’s investment portfolio:

• The first objective is to exceed the return of the Consumer Price Index (representing inflation) by at least 3.8%, on a four-year moving average basis. This performance measure is intended to show the impact of investment performance on the funded position of the Commission. This can be measured by the difference between the total fund return and the discount rate used to value the Commission’s liabilities. The discount rate is the real rate (in excess of inflation) at which the liabilities are expected to grow over time. If the return on assets is equal to the discount rate, the Commission’s funded position will be unchanged. The 3.8% target in excess of inflation equals the actual discount rate.

• The second performance objective is to exceed the return of the policy defined benchmark portfolio by 0.75% (before fees), on a four-year moving average basis. The benchmark portfolio return is the return that the fund would have earned if it was passively managed with the asset mix maintained at the long-term policy targets. This performance objective is intended to show the value added (or lost) through active management.

The Commission’s investment portfolio outperformed its performance objective of CPI + 3.8% for the four-year period ended September 30, 2007. The portfolio’s annualized return for this period was 9.5% compared with the performance objective of 5.9%. The portfolio was behind the CPI + 3.8% target for the quarter, returning –1.5% compared with the objective return of 1.0%. The Commission’s portfolio underperformed its benchmark objective for this quarter, and trailed the return of the benchmark portfolio on a four-year annualized basis. The WHSCC portfolio produced a quarterly return of –1.5%, compared to –0.7% for the benchmark. For the four years ended September 30, 2007, the Commission’s portfolio returned 9.5%, compared to 10.0% for the benchmark. The illustration to the right depicts the Fund’s rate of return over various time periods relative to the two objectives outlined in the Commission’s policy: (1) CPI +3.8%, and (2) the benchmark portfolio + 0.75%. Only eight years of data is available for the second objective (relating to the benchmark portfolio).

-2.0%

0.0%

2.0%

4.0%

6.0%

8.0%

10.0%

12.0%

3 months 1 year 4 years 8 years 10 years

Rates of Return - September 30, 2007

WHSCCCPI + 3.8%Benchmark +.75%

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Volume Indicators The Commission monitors adjudication claim volumes and the management of work-related injuries through its corporate indicators. Year-to-date numbers are reported for the five-year period ended September 2007.

The Commission monitors the number of injured workers who receive service from the Workers’ Rehabilitation Centre. Third quarter data for 2006 and 2007 is presented below.

Claim Volumes (YTD) 2003 2004 2005 2006 2007

Claims created 20,178 18,854 19,180 19,029 19,562

Newly accepted claims 8,932 8,451 8,864 8,769 8,799

Lost-time claims accepted 4,645 4,206 4,760 4,441 4,543

No lost-time claims accepted 4,283 4,239 4,096 4,324 4,254

Fatalities 4 6 8 4 2

Average active claims 1,929 1,892 1,828 1,743 1,627

Long-term disability claims (beginning of the year)

2,117 2,226 2,324 2,338 2,455

Long-term disability claims accepted 273 206 184 221 214

Long-term disability claims finalled 164 134 176 143 180

Days to first chequeP

1P:

All claims 27.2 27.2 25.8 27.3 27.1

Manageable claims 16.4 15.8 14.1 16.5 16.3

Lost-time claims finalled 3,901 4,082 4,183 4,148 4,094

Average days paid to date – finalled claims

140.0 138.2 140.8 150.7 148.6

1. Days to first cheque is a measure of the average number of days between the creation of the claim and the issue of the first cheque. Manageable claims excludes claims that: • Are filed late (more than ten working days after the accident date when the Commission first received

documentation of the claim); • Are accepted initially as a no lost-time claim; • Are accepted as part of an Appeals Tribunal decision; • Involve third-party action; and • Require special investigation, such as occupational disease, fatalities, and pre-existing conditions.

Workers’ Rehabilitation Centre Third Quarter

2006 2007

Admissions 465 450

Offsite appointments by WRC staff 96 79 Average number of clients admitted per day for programs and appointments 73 77

Discharges from the Work Recovery Program 117 152

WHSCC Contact Information The Board of Directors and the President/CEO of the WHSCC look forward to your comments and discussion on our Being Accountable: Working Towards Healthy and Safe Workplaces in New Brunswick Third Quarter Results document. You can reach us at: Toll Free: 1-800-222-9775 Telephone: 506-632-2200 Fax: 506-632-4999 Postal Address: 1 Portland Street PO Box 160 Saint John, NB E2L 3X9

www.whscc.nb.ca

communications@whscc.nb.ca

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